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Cleaning Schedule Templates document sample
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P ractical Case Kaizen Dates: Jan 16 – Jan 20
Process
Improvement Study
Objective: Cell Design
The goal of the Kaizen team was to design and develop an integrated printer repair business that would eliminate
cumbersome equipment; reduce wait time in between operations; reduce distance traveled by both cell operators and
equipment to improve output and cycle time; and optimize the placement and replenishment of parts needed in the cell
to decrease inventory.
Kaizen Targets:
• Eliminate off-line cleaning
• Eliminate NVA walking, waiting To shipping
• Reduce distance the product travels
• Place parts and incoming units at the line,
supported by replenishment
Inbound
Kaizen Success:
Before Kaizen After Kaizen % Change
Inventory (units) 105 50 47%
Avg cycle time (minutes) 46 34.50 25%
Output per employee 12 19-26 58- 100%
What the customer did:
The process was laid out in a functional manner that caused batching at 4 different steps in the process. The team identified
significant non-value added time in the form of walking, movement, handling and waiting. This NVA was reduced or eliminated by
using a cell design that features consistent material availability and single-piece flow on a continuous work surface.
P ractical Kaizen Dates: Nov. 15 – Nov. 19
Process Case
Improvement Study
Objective: Total Productive Maintenance
The purpose of this Kaizen Blitz is to improve the ability to respond to customer’s demand through improved asset
utilization, workplace organization and visual management.
Kaizen Targets:
• Complete Phase 1 & 2 TPM improvement activity
• Improve OEE by 25% with 2 months
• Improve Workplace Organization and Visual Management
Kaizen Success:
Before Kaizen After Kaizen % Change
Leaking Seal Overall Equip. Effectiveness 49% 69% 20% Repaired Seal
Scrap reduction $5400 $120 99%
5s rating (out of 5) 1.32 3.4 160%
What the customer did:
The team spent two intense days of training on TPM concepts and identifying opportunities for improvement on the shop floor. The
next three days’ efforts included cleaning, sorting, inspection, machine modifications and/or laying out work areas for better
maintenance work flow. The team also did calibration, data collection, & lubrication on the equipment, as well as addressing safety
issues that will ensure sustainable OEE.
P ractical Kaizen Dates: June 27 – July 1
Process Case
Improvement Study
Objective: Set-up Reduction
The purpose of this Kaizen is to reduce Set-up time by 55%, reduce the complexity (“Black Art”) of the changeover
process, and ensure participation & ownership by all team members to sustain the changes.
Kaizen Targets:
• Reduce changeover time on the 200 Ton Press by 55%
• Improve Productivity by 25% with 2 months
• Improve Workplace Organization and Visual Management
Kaizen Success:
Multi-piece clamp
Before Kaizen After Kaizen % Change One-piece clamp
Time (minutes) 60 12 80%
Operator movement (feet) 2122 450 79%
Number of work elements 46 29 34%
What the customer did:
The team correctly identified 47 minutes (out of 60) of non-value added time in the form of waiting, searching, and adjustment
(clamps, dies, positioning). The internal/external activities were identified, corrective actions were suggested and tested via
“try-storming” efforts, adapted as required, and implemented for immediate use. Solutions included line-side storage of dies,
one-piece clamps, standard die heights, and common die positions in the press. Training of the remaining operators occurred and
Standard Work provided the documentation required to sustain the changes.
P ractical Kaizen Dates: 3/20 – 3-24
Process Case
Improvement Study
Objective: Strategic Value Stream Mapping (VSM)
The purpose of this Kaizen is to identify a strategy, execution tools and targeted areas that will allow us to reach
Customer Satisfaction, On-time delivery and growth objectives in our current fiscal year.
Kaizen Targets:
• Reduce Process Lead time by 60%
• Identify specific actions to implement
• Train the leadership team in the VSM tool.
• Redesign Demand Management process
Kaizen Success:
Before Kaizen After Kaizen % Change
Process Lead time (days) 21 10.7 50%
Specific action items 0 56 XX%
Leadership team trained in VSM 2 16 XX%
Current State VSM Future State VSM
What the customer did:
Key observations of the current state: Recommended focus on key areas:
- Forecast demand changes within process lead-times
- Demand management process re-design
- Excessive/redundant Test time
- Excessive movement of parts - Process improvements in Head, Reservoir, Curing, Test
- Excessive variety of fasteners - Process Improvements in Final Assy.
- Parts availability
- Excessive pick time of parts for subs (50% of cycle time)
- High frustration level due to parts shorts, overtime, schedule changes
- Outdated/inefficient design solutions
P ractical Case Date: Oct. 28 th – Dec. 15th 2008
Process Hi-Volume Cell
Improvement
Study
Targets: (Press Brake to Paint)
1. Increase productivity by 25%
2. Achieve On-time delivery goal of 95%
Metrics Beginning Goal Comments 1/7/09
Design Team: Marty Bogue, Don Masters (Leader), Brian
Nichols, Rob Carlson, Rob Marelli, Howie Bogue, State Status
(10/28/08)
Trial-Team: Sindy Lighthouse; Mike Fortunado; Carlus Process Lead 5 days 1 day Focus on 8.3 hours
Davis; John Aledia; John Berg distance
time (250 pc lot)
travelled and 1-
piece flow
Distance travelled
502 ft 250 ft Reduce total 200 ft
by 50%
The Design Team reviewed the
current layout and quickly observed
a number of problems such as
large batches, long wait times, and
excessive material movement. The
major focus is on the reduction of
travel distance, efficiency of the
operator, elimination of wait time.
The Trial Team ran the first
production to achieve 50%
reduction in process time.
P ractical Date: Dec. 13thth – Dec. 15th 2008
Process Case
Improvement Study
Targets:
1. Increase 6S score by 33% and sustain the changes
Metrics Beginning Goal Comments 1/09/09
State Status
(12/13/08)
Increase 6S 45 (out of 60 Audit planned 61
score by 33% 99) for week of
Brian Nichols, Jason Scott, Jeff Reinhart, Casey 1/5/09
Harrington, Lisa Robison
6S Punch Press
A Seconn team conducted a 6S effort on the
Punch Press. Activities included: SORT:
Remove all unneeded objects; STABILIZE:
Organize all tools and work spaces; SHINE:
Clean/Sweep all areas in/under/around the
Before machine; STANDARDIZE: Tape floors, mark After
tool locations, display procedures; SUSTAIN:
Make sure everybody sticks to the rules.
SAFETY: Provide a safe and healthy
workplace
Account Payable Process
Acme Corporation Date: May 14 – May 15
Targets:
• Reduce Process Leadtime by 50%
• Identify and recommend changes to implement
%
Metric Before After Improve
Leadtime
7.2 hours 3.16 hours 57%
The team looked at the details that made
up the current process and quickly
observed a number of problems such as
labor inefficiencies, excessive wait time,
and lack of standard work. The team has
identified and prioritized 12 action items
to address the problems. The major
7.2 hours
focus is on the elimination of wait time, 3.6 hours
and process changes to eliminate Current State Future State
redundant process time.
P ractical Kaizen Dates: 4/26 – 4/28
Process Case
Improvement Study
Objective: Office Kaizen-New Product Manufacturability Process Reduction
The purpose of this Kaizen is to review all activities related to the basic manufacturability analysis process including
data preparation, policies and practices, and DFx Guide. The team will identify and recommend changes (short/long
term) that will significantly reduce the process time, simply the process, and reduce redundancy in the process.
Kaizen Targets:
• Reduce customer notification to deliver DFM report time by 50%
• Reduce number of report generation steps by 25%
Current State Map – DFM Process Future State Map – DFM Process
Customer
Kaizen Success:
Customer
Resource & Data
Matrix Data Rework ODB++ Rework
Analysis Rework
Before Kaizen After Kaizen % Change Receive Notification
(from CAD PDM)
5%
Notify & Assign Data There? 20% 10%
7 inputs
3 steps
5 scenarios
2 steps Process Map
Number of steps 51 12 77%
1 1 Rework
5%
7.4 hour 4.4 hour
NVA Lead time (hours) 32 12.3 62%
11.8 hrs
Launch Valor & Automated Attr. Manual Attr. Ass’t Review Results Manual Analysis Create Report Add Rec’ations to Publish to web
Data Prep & VWR Data Handling Job Prep Verify Results Export Report Manual Checks Report Generation Open Job Assignment & Run Analysis Report portal & notify
9 steps 4 steps 19 steps 5 steps 3 steps 4 steps 7 steps Customer
1
TLT 1 TLT
32 hrs 12.3 hrs
5.2 hour 2.6 hour 3.5 hour 6.4 hour 0.2 hour 0.1 hour 8.5 hour 4 hours 5 minutes 180 minutes 10 minutes 10 minutes
VA 20 minutes 36 minutes 60 %
0.8 hour 4 hour 0.8 hour 180 minutes 60 minutes VA
5.6 hrs
17 % 296
40 %
What the customer did:
The Design for Manufacturability process was identified as a strategic process to drive profit planned margins for new products.
The lead-time, based on the current state map, was 32 hours to interpret customer requirements and confirm that the product can
be manufactured as designed. The team looked at each of the steps in the process and identified significant waste in the form of
wait time and redundant manual verification of data. Steps were eliminated, sequences were changed, and software changes
were made to use exception reporting to highlight manufacturability issues.
